“I think they know we’re in trouble, but for the life of me I don’t get it; they just don’t seem to give a damn. Lately we’ve been our own worst enemy.”
The plant manager’s consternation, confusion and frustration were evident in his voice and body language.
“We are facing major challenges in the next few years and if we can’t find ways to innovate, out-work and out-smart our competitors, I’m not sure this company will make it. It would be a shame. This company has been a provider of good paying jobs, has served and given back to the community, and has for years delivered better than average returns to its investors.
He knew in his head and heart that if he couldn’t get his employee’s attention and get them motivated to vigorously support his company’s plans to meet these challenges, not tomorrow but today, all could be lost. As we talked, the indicators were clear the gap between management and employees had been growing for a few years.
“Now is not the time to be sparring with one another - we need to find a way to work together.”
Employee Engagement is a term that has emerged over the last ten to fifteen years in business world that attempts to capture what this plant manager and his employees were experiencing: engagement, or more specifically disengagement. A number of globally recognized consulting companies have made a science and a business of studying its causes and assisting organizations in overcoming the crippling effect it has on employee performance. These companies, through the use of surveys and studies, have been able to directly link employee disengagement to bottom-line metrics such as employee turnover and retention, customer satisfaction, product and service quality, accidents and injuries, creativity and innovation, employee discretionary effort, and most importantly trust and loyalty. To this point, the Gallup Organization claims, “Workplace measures like employee engagement might be even more important as predictors of an organization’s economic health than EPS (Earnings per Share).”
You can read the rest of this Feature Article by downloading it from the free download tab on this page. In it you will find:
· The eight core drivers of engagement
· Key organizational metrics that are warning signs of disengagement
· Behavioral/Emotional climate vital signs of disengagement
· Why organizations fail in diagnosing and treating disengagement
· Why and How Self-Determination Theory treats the root causes of disengagement
· A sample treatment program to build employee intrinsic motivation and engagement
The plant manager’s consternation, confusion and frustration were evident in his voice and body language.
“We are facing major challenges in the next few years and if we can’t find ways to innovate, out-work and out-smart our competitors, I’m not sure this company will make it. It would be a shame. This company has been a provider of good paying jobs, has served and given back to the community, and has for years delivered better than average returns to its investors.
He knew in his head and heart that if he couldn’t get his employee’s attention and get them motivated to vigorously support his company’s plans to meet these challenges, not tomorrow but today, all could be lost. As we talked, the indicators were clear the gap between management and employees had been growing for a few years.
“Now is not the time to be sparring with one another - we need to find a way to work together.”
Employee Engagement is a term that has emerged over the last ten to fifteen years in business world that attempts to capture what this plant manager and his employees were experiencing: engagement, or more specifically disengagement. A number of globally recognized consulting companies have made a science and a business of studying its causes and assisting organizations in overcoming the crippling effect it has on employee performance. These companies, through the use of surveys and studies, have been able to directly link employee disengagement to bottom-line metrics such as employee turnover and retention, customer satisfaction, product and service quality, accidents and injuries, creativity and innovation, employee discretionary effort, and most importantly trust and loyalty. To this point, the Gallup Organization claims, “Workplace measures like employee engagement might be even more important as predictors of an organization’s economic health than EPS (Earnings per Share).”
You can read the rest of this Feature Article by downloading it from the free download tab on this page. In it you will find:
· The eight core drivers of engagement
· Key organizational metrics that are warning signs of disengagement
· Behavioral/Emotional climate vital signs of disengagement
· Why organizations fail in diagnosing and treating disengagement
· Why and How Self-Determination Theory treats the root causes of disengagement
· A sample treatment program to build employee intrinsic motivation and engagement
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